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Policy 5227

Performance Management for Classified Employees

I. Purpose

Longwood embraces the Commonwealth of Virginia's Compensation Philosophy, which is "to pay employees in a manner sufficient to support and develop a high performance workforce that provides quality service in a fiscally responsible manner to the citizens of Virginia."

II. Definitions

  1. Internal Equity: Internal equity has two (2) dimensions. The first is the relationship between the salary in question and those of employees in similar positions at the University. The second dimension is the relationship between the salary in question and salaries of others in similarly situated positions, relative to their seniority and advancement dates, so as not to create a compression of salaries ignorant of time in service or time in role or band considerations.
  2. Relevant Education and Experience: Relevant education is education obtained in a formal program of study, which is required or preferred for the position in question. Relevant experience is prior to current paid work in a position or positions similar to that position for which the salary is under review. Generally, non-relevant education or experience should not be factored into salary or salary adjustment considerations.
  3. Scope of Responsibilities: College campuses are rather unique organizations. One way colleges are unique is in organizational structures. Sometimes, on smaller campuses like Longwood's, employees have combinations of jobs which would be divided among several employees in different classifications on larger campuses. Individuals performing these types of positions on small campuses typically require additional skills and are of greater value to the institutions.
  4. Criticality of Position in Relations to the University's Mission: The University's core mission is academic excellence. Positions which most closely support the core mission are typically considered more critical than those which are less closely aligned.
  5. External Market Factors: There are two dimensions to external market. One is the relative availability of qualified persons in the pool. Generally, a scarce market condition places a higher premium on a position. The second relates to maintaining salary competitiveness in relation to competing employees in the market specific to the position in question.

III. Policy

The University seeks to set starting salaries and adjust existing salaries as necessary and prudent to maintain an equitable and market competitive salary structure. Such determinations shall be made by giving due consideration to the salary levels of similarly situated employees of the University (internal equity), relevant education and experience, the scope of responsibilities as well as their criticality in relation to the institution's mission, and to external market factors such as labor force characteristics and market equity for specific positions.

IV. Procedure

  1. Identify Recruitment Markets and Level of Market Competitiveness: Identification of different recruitment markets assist in determining market competitiveness for the University's jobs. Longwood's applicable recruitment markets considers local, regional, and national markets for jobs. Here is the level of determining Longwood's market position relative to each of the following defined recruitment markets:

    Practitioner I - Local
    Practitioner II - District
    Practitioner III- District
    Administrative/Management I- Regional
    Administrative/Management II- State
    Administrative/Management III- National

    Band 1 & 2: 1. Local - Farmville, Crewe
    Band 3: 2. District - Lynchburg, Farmville, Charlottesville,
    Band 4: 3. Regional - Richmond, Beach Area, Roanoke, Winchester
    Band 5: 4. State - North Carolina, Virginia, West Virginia, New Jersey, Maryland
    Band 6: 5. National - Nationwide

    Longwood University's specific high impact jobs that are operational critical and where salary dollars are identified is the Information and Instructional Technology Services Department.
  2. Internal Considerations: Longwood considers a number on internal factors, which demonstrate the range and flexibility in developing Salary Administration philosophy:
    1. Duties and Responsibilities: determining internal salary rates using performance, behavioral competencies and technical expertise.
    2. Longwood's Distribution of Increases: granting the highest pay increases to those who contribute most to meeting the University's goals.
    3. Bonus Payment Decisions: administered centrally.
    4. Pay Administration: providing management with tools that will allow for flexibility in making pay decisions.
    5. Human Resource Responsibility: shared ownership.
    6. Administrative Responsibility: centralized human resources oversight (equity balance).
  3. Funding Considerations: Section 4-6.01 k of the 2000 Appropriation Act dealing with funding of salary increases including promotions, reallocations and in-band adjustments.
    1. Except as otherwise provided for in this subdivision, increases in the level of compensation of any job role contained in the compensation and classification plans approved by the Governor shall be effective beginning with the first pay period, defined as the pay period from June 25 through July 9, of the fiscal year if:
      1. the agency certifies to the Secretary of Finance that funds are available within the agency's appropriation to cover the cost of the increase for the remainder of the current biennium and presents a plan for covering the costs next biennium and the Secretary concurs, or
      2. such funds are appropriated by the General Assembly. If at any time the Secretary of Administration shall certify that such change in the level of compensation for a job role is of an emergency nature and the Secretary of Finance shall certify that funds are available to cover the cost of the increase for the remainder of the biennium within the agency's appropriation, such change in compensation may be effective on a date agreed upon by these two Secretaries. The Secretary of Administration shall provide a monthly report of all such emergency changes in accordance with
        § 4-8.00, Reporting Requirements.
    2. Salary adjustments for any employee through a promotion, reallocation, or in-range adjustment shall occur only if:
      1. the agency has sufficient funds within its appropriation to cover the cost of the salary adjustment for the remainder of the current biennium; or
      2. such funds are appropriated by the General Assembly.
  4. Other Agency Policies.
  5. The following is the level in the organization that is responsible/accountable to implement the Compensation Management System: Administration (the agency heads: Executive Management Team); Human Resources; managers; and first-line supervisors.
    1. Administration will:

      1. establish Longwood's salary administration philosophy;
      2. establish agency salary administration policies;
      3. develop a list of compensation priorities for the agency;
      4. review use of pay practices;
      5. establish readiness criteria for decentralization within Longwood;
      6. identify what functions and pay decisions will be decentralized;
      7. respond to employee appeals;
      8. review and follow-up on reports; and
      9. review Equal Employment Opportunity (EEO) impact of salary decisions, role allocations, and other decisions impacting pay or potential pay.
    2. Human Resources will:
      1. provide employees with information on the new compensation plan;
      2. provide training to managers and employees;
      3. assess salary priorities and departmental needs in developing and acting on pay practices;
      4. establish and allocate positions into proper Role;
      5. approve pay actions;
      6. provide for program evaluation;
      7. collect data and provide reports; and
      8. stay informed about the compensation program.
    3. Managers will:
      1. determine responsibility for assigning Work Titles;
      2. gather information in support of pay increases such as:
        1. the percentage of increase requested;
        2. the source of funding;
        3. the total percent of previous increase during current fiscal year;
        4. addressing any internal alignment issues in the department;
        5.  providing justification for percentage increase requested addressing:
          1. agency business need;
          2. duties and responsibilities;
          3. performance;
          4. work experience and education;
          5. knowledge, skills, abilities (KSAs) and competencies;
          6. training, certification and licenses held;
          7. internal salary alignment;
          8. market availability;
          9. salary reference data;
          10. total compensation;
          11.  budget implications;
          12. long-term impact; and
          13. current salary.
      3. recommend pay actions;
      4. negotiate salaries with applicants and employees within standard pay practices;
      5. provide feedback to employee on Performance Evaluation; and
      6. encourage and coach employee regarding career development.
    4. First-Line Supervisors will provide employee's current performance rating.
  6. Recruitment and Selection: Longwood's recruitment and selection process for employment practices are:
    1. Advertising Jobs: The Role titles with the work titles in parenthesis.
    2. Selection: Starting pay determinations (negotiated) is a combination of both the Human Resources Department and decentralized hiring managers.
    3. Documentation (Tools and Forms): Pay Action Worksheet.
  7. Performance Management Process:
    1. Salary Increases: No salary increases have been appropriated by the General Assembly for 2001 to date. If the General Assembly passes an increase later in the year, the University will award increases in a manner consistent with instructions from the General Assembly.
    2. Evaluation Form: Institutional modifications to the standard state form are not substantive, but merely provide additional data fields to aid users in completing and accessing information on the form.
    3. Optional Evaluation Factors: Attendance/punctuality and safety have been added as additional performance factors.
    4. Appraisal of the Employee: The supervisor's evaluation will be supplemented by an employee self-assessment. Three hundred sixty (360) degree feedback will be implemented at a date yet to be identified, subsequent to the initial transition year for the instrument.
    5. Appraisal of Team/Group: Longwood will not implement this aspect of the instrument.
    6. Employee Feedback on Manager's Performance: The University does not believe this to be a productive consideration. Supervisors may engage in survey activities with employees in their units at their own volition and discretion, but not as a formal part of the Performance Management Process.
    7. Interim Evaluations: Interim evaluations of both three (3) and six (6) months will be used following performance-related disciplines to augment the annual evaluation and provide a measuring tool for periodic progress. A six (6) month interim evaluation will be used anytime a Classified employee changes roles. The Commonwealth's Interim Evaluation Form will be used for the initial year.
  8. Pay Practice Process:
    1. The following pay determination factors are considered:
      1. agency business needs;
      2. duties and responsibilities;
      3. performance;
      4. work experience and education;
      5. KSAs and competencies;
      6. training, certification and licenses held;
      7. internal salary alignment;
      8. market availability;
      9. salary reference data;
      10. total compensation;
      11. budget implications;
      12. long-term impact;
      13. current salary;
    2. The levels of flexibility or control allowed in the administration of pay practices are as follows:
      1. Starting Pay: Starting pay for new employees and rehires is negotiable from the minimum of the pay band up to fifteen (15) percent above current salary not to exceed pay band maximum. Exceptions higher that fifteen (15) percent may be granted as appropriate at the agency's discretion. The authorization is shared accountability.
      2. Promotion: Movement to a different Role in a higher pay band is negotiable from the minimum of the new pay band up to fifteen (15) percent above current salary. The salary may not be below the minimum of the new pay band. The authorization is shared accountability.
      3. Voluntary Transfer - Competitive: When movement is within the same Role or to a different Role in the same pay band there is no authorization for an increase.
      4. Voluntary Transfer - Non-Competitive: When movement is within the same Role or to a different Role in the same pay band there is no authorization for an increase.
      5. Voluntary Demotion: Movement to a different Role in a lower pay band is negotiable from the minimum of the pay band up to current salary but not to exceed the pay band maximum with Agency option to freeze salary above maximum for six (6) months. The authorization is shared accountability.
      6. Temporary Pay: Assuming new duties and responsibilities on a temporary basis in a higher pay band results in an increase of zero (0) to fifteen (15) percent above the current salary not to exceed the pay band maximum. Assuming new duties and responsibilities on a temporary basis in the same pay band results in an increase of zero (0) to ten (10) percent increase not to exceed pay band maximum. The authorization is shared accountability.
      7. Role Change (Formerly Reallocation): Upward movement results in an increase of zero (0) to ten (10) percent or to the minimum of higher pay band; Downward movement results in no change in salary unless current salary is above the maximum of the lower pay band. Salary will be reduced after six (6) months. Lateral movement results in an increase of zero (0) to ten (10) percent not to exceed the pay band maximum. The authorization is centralized (approved by Human Resources).
      8. In-Band Adjustment: A change in duties or application of new KSA's, competencies, retention, and internal alignment results in an increase of zero (0) to ten (10) percent but is not to exceed pay band maximum. The maximum is a ten (10) percent increase per fiscal year for in-band adjustments (to include any increase for lateral role changes). The authorization is shared accountability.
      9. Disciplinary or Performance-related Salary Action: These salary actions result in a minimum of a five (5) percent decrease or movement to lower pay band. The authorization is decentralized to management.
      10. Competitive Salary Offer: The agency may match an outside offer not to exceed the maximum of the current pay band. The authorization is both centralized (approved by Human Resources) and decentralized to management.
    3. Some potential options and considerations for the administration of pay practices are:
      1. Starting Pay: Variable increases from the minimum of the pay band to fifteen (15) percent above the current salary may be used based on recruitment difficulty, criticality of job, or other pay factor determinations.
      2. Promotion: Variable increases determined by management are allowed based on pay determination factors and ten (10) percent increase without the approval of Human Resources and eleven (11) to fifteen (15) percent with the approval of Human Resources.
      3. Voluntary Transfers (Competitive -same or different Role in same pay band): Established guidelines authorize no increase in pay.
      4. Voluntary Transfers (Non-Competitive - same or different Role in same pay band): Established guidelines authorize no increase in pay.
      5. Voluntary Demotions: Variable decreases determined by management are allowed based on pay determination factors.
      6. Temporary Pay (different Role in higher pay band): Variable increases determined by management are allowed based on pay determination factors up to a five (5) percent increase without the approval of Human Resources and six (6) percent to fifteen (15) percent with the approval of Human Resources. The established time period for receiving temporary pay minimum is from thirty (30) days to a maximum of sixty (60) days. Extension requests will be handled and approved because of a failed search.
      7. Temporary Pay (different Role in same pay band): Variable increases determined by management are allowed based on pay determination factors up to five (5) percent without the approval of Human Resources and six (6) to ten (10) percent with the approval of Human Resources. The established time period for receiving temporary pay is thirty (30) to sixty (60) days. Extension requests will be handled and approved because of a failed search.
      8. Role Change (Upward or Lateral): A set percentage of ten (10) percent is assigned for all Upward Changes (e.g. incumbents would receive three [3], five [5], eight [8], percent, etc.) There is no authorization for change in pay for Lateral Role changes.
      9. In-Band Adjustments: Management is allowed the flexibility to determine in-band salary amounts based on pay determination factors up to five (5) percent
        without approval from Human Resources and six (6) to ten (10) percent with approval from Human Resources. In-band adjustments are allowed any time during the fiscal year. Management should grant the entire increase at one time.
      10. Disciplinary or Performance Related Salary Action: A mandatory salary reduction of five (5) percent is authorized. (Note: If in the same pay band, salary cannot fall below minimum of the pay band and if in lower pay band salary cannot exceed the new maximum salary).
      11. Competitive Salary Offer: Once the critical need to make a competitive offer has been determined, the agency may match the outside offer but is not authorized to exceed the maximum of the current pay band.
  9. Recognition Award Process: Longwood follows the guidelines established by the state.
  10. Hourly Employees: Pay practices for part-time/hourly employees at Longwood:
    1. Starting Pay: Starting pay for a new part-time employee or a rehire is negotiable from the minimum of the pay band up to fifteen (15) percent above current salary not to exceed the pay band maximum. Exceptions higher than fifteen (15) percent may be granted as appropriate at agency discretion. The authorization is a shared accountability.
    2. Role Change (Formerly Reallocation): Upward: A zero to ten (0-10) percent increase or an increase up to the minimum of the higher pay band is authorized; Downward: No change in salary is authorized unless the current salary is above the maximum of the lower pay band. Salary is to be reduced after six (6) months; Lateral: A zero (0) to ten (10) percent increase not to exceed the pay band maximum is authorized. The authorization is centralized (approved by Human Resource).
  11. Program Evaluation: Longwood monitors the selection of individual pay actions for evaluation, budget-related issues, compensation program's effectiveness, and an action plan to evaluate the implementation of the Compensation Management System. Patterns of salary actions are also monitored. Scheduled reviews are also conducted annually for the pay practice activity, including demographic (race, gender, role, pay band) distribution of salary actions. A ten (10) percent sample of pay actions is selected by Longwood to be reviewed. Trends are evaluated within the departments, across the agency, and findings are communicated back to the departments. The Budget Office will compare the budgeted amount to actual payroll expenditures and determine how much is being spent. The Budget Office will also monitor financial implications. Effectiveness of the Compensation Program's impact is based on management accomplishing the mission of Longwood University and also includes the impact on employee relations and morale in the departments. The action plan will identify areas of concern and department managers/supervisors that need additional training and communications.
  12. Appeals Process: Longwood will rely on the state grievance process for the appeals process.
  13. EEO Statement: All salary adjustments must be based on legitimate reasons as detailed in the pay determination factors and must be unrelated to race, gender, national origin, age, religion, political affiliation, or disability.
  14. Communications Plan:
    1. The University will identify and deliver information regarding the new Compensation Management System to faculty and staff.
    2. Managers/supervisors have been identified and training will begin September 19 through September 25, 2001.
    3. Two (2) full days will be allowed for managers/supervisors consisting of six (6) hours daily. The Compensation Reform training materials established by the Department of Human Resource Management (DHRM) will be utilized.
    4. Three (3) days consisting of two (2) sessions each day will be conducted for all Classified employees. The Compensation Reform training materials developed by DHRM will be utilized.
    5. The Compensation Management Plan will be ongoing. Refinements and developments will be disseminated through training sessions (e.g. Performance Management), and the New Employee Orientation Program.

Revised and approved by the Board of Visitors, September 7, 2002.